Shatter the glass ceiling: Women may make better managers
ABSTRACT There is considerable evidence that women encounter a glass ceiling or barrier to advancement into the executive ranks of organizations. Although many expected this barrier to be obliterated with the large influx of women entering the work force over the last two decades, little change has actually occurred in the most senior ranks. In most sectors, women still comprise less than 5 percent of board directorships and corporate officerships.This article focuses on emerging evidence which indicates that the trend in U.S. corporations toward high-involvement work teams, consensus decision making, and empowerment may actually benefit the leadership styles that women already exhibit. Preliminary evidence is also provided which indicates that female managers are seen as more transformational than their male counterparts—a leadership style that has been shown to have a strong positive impact on individual, group, and organizational performance.
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ABSTRACT: This paper studies the impact of gender quotas for corporate board seats on corporate decisions. We examine the introduction of Norway’s 2006 quota, comparing affected firms to other Nordic companies, public and private, that were unaffected by the rule. We find that affected firms undertook fewer workforce reductions than comparison firms, increasing relative labor costs and employment levels and reducing short-term profits. The effects are strongest among firms without female board members beforehand and are present even for boards with older and more experienced members afterward. The boards appear to be affecting corporate strategy in part by selecting likeminded executives.American Economic Journal Applied Economics 12/2012; 5(3). DOI:10.2139/ssrn.1636047 · 2.76 Impact Factor
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ABSTRACT: Leadership remains an elusive concept despite decades of research. In this paper, we attempt to deconstruct the concept by exploring the possibility of developing new measures of leadership, focusing on the attributes of “good” and “bad” leaders. Using a sample of 312 managers, we conducted factor analyses to reduce 13 “good” leadership attributes to two factors, the “visionary” and the “good,” and 13 “bad” attributes to two factors, the “inept” and the “evil.” Second, we assessed how male and female followers perceive the leadership styles of their best and worst bosses. We found that women viewed their best bosses differently from their male counterparts on several dimensions; however, there is little contrast in how bad bosses are perceived by men and women.Journal of Leadership Studies 12/2012; 5(4). DOI:10.1002/jls.20239